How to be a great startup CFO in tech

Huw’s journey toward becoming an experienced CFO started in a surprising place: the University of Manchester’s physics department. Building on his lifelong interest in math and science, he graduated with his BSc in Astrophysics in 2003.So how did he shift his focus from the stars to the C-suite? After a chance encounter with a British Telecom employee and a conversation about rugby, Huw joined the company as a new graduate and kicked off his career in finance. Beginning as a Financial Analyst, he worked his way up to eventually become a Finance Director. Subsequently, he joined cloud content management company Box as they were expanding internationally pre-IPO. He then moved to Barcelona to take a CFO role at Typeform, before becoming TravelPerk’s CFO and COO.While astrophysics and finance may seem like very different subjects, Huw has found some interesting parallels between the two. Both require strong analytical skills, and the ability to dissect complex facts and break them down into core ideas. They also both involve curiosity and asking the right questions.In physics, velocity is the measure of both speed and direction. This applies to business as well: to obtain results, leaders need to combine speed with focus. Startup CFOs are tasked with maintaining a strong growth trajectory in an organization with many moving parts.Another physics concept that ties in well with an executive’s responsibilities is entropy: disorder, uncertainty, or randomness. In business terms, this means managing the many distractions that come up every day.

Paraphrasing Steve Jobs

, Huw says CFOs must “say ‘no’ to 999 good ideas, so they can say ‘yes’ to one great one.”

The COVID-19 pandemic was a major challenge for companies in nearly every industry, and travel was particularly affected. Fortunately, TravelPerk came out strong from the pandemic, without needing to make redundancies. So how did the leadership team manage this crisis?

At TravelPerk, we’re all about in-person connection and communication. That’s why it’s not surprising that Huw mentions effective communication as one of the keys to succeeding as a CFO.Part of this involves strategic transparency. There’s no question that transparency is crucial in business, and people appreciate it — a

Paychex

survey showed that 83.3% of employees with very transparent employers were satisfied with their jobs. However, this need for transparency doesn’t necessarily apply to every single issue: the survey also showed that employees were mostly concerned with issues that directly affected them.According to Huw, “extreme transparency” can quickly turn into a series of unwanted distractions. While teams absolutely need to know about key issues, overloading them with irrelevant information will simply waste their time. Truly effective communication is about delivering the right information, to the right people, at the right time. While this concept isn’t complicated, it does require commitment and work.On the other hand, when it comes to goal-setting and targets, it’s better to err on the side of “overcommunication”. Huw recommends a radically open and honest approach to sharing progress and context. This way, teams can remain aligned and understand why targets have been set the way they are.On a personal level, CFOs need to remember to give themselves the space they need to be effective communicators. Huw likes to set aside 45 minutes of “alone time” after he comes home to relax and rebuild his energy. However, he also finds that being around people can be energizing — during the lockdown, this became especially clear.

While highly-ambitious targets are appealing to investors, these targets also need to be realistic and achievable for the team. The goal is not just to get people to the next target, but to enable them to work sustainably without burning out.At TravelPerk, the executive team meets regularly to brainstorm targets, then hands them off to the extended leadership team for feedback before finalizing. While it’s inevitable that targets will be missed sometimes, it’s important to keep this in check — occasionally missing a target by 10% might work out, but missing one by 50% would be very demoralizing.Huw believes that targets must always be fair. For example, he recalls a situation in a previous job where employees at lower levels of the company hierarchy were given more ambitious targets than their seniors. They would frequently miss targets, causing them to feel disappointed, while the management team would receive bonuses. To avoid this type of outcome, Huw advocates for setting realistic targets across the organization, while being transparent with both employees and the board of directors.To balance achievability with ambition, TravelPerk’s leadership team allocates around 10% of resources to “moonshot goals” (highly ambitious, innovative goals) and 70% to “incremental goals” (core, routine tasks of the business).